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Strategic Research InvestmentRoad Map 2019/22 andAnnual Plan 2019/2020

Health,Disability &CompensationResearch

Contents

Table of Contents 1Introduction 2Strategic Research at the TAC 3 Strategic Direction and Priorities 4 Health, Disability and Compensation Research Strategic Direction 6 The TAC’s Research Investment Model 9Governance of the Research Program 12People 14Annual Research Plan 2019/20 15 Support for the Victorian Data Registries 18 How we Measure Success 19 Conclusion 19Appendix 1: Research Governance Framework 20Appendix 2: Continuing Projects in 2019/20 22Appendix 3: Details of Projects Completed in 2018/19 24Appendix 4: Victorian Data Registries 26Appendix 5: Research Budget for 2019/20 28Appendix 6: Panel Member Key Performance Indicators 29

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Introduction

The 2019/20 �nancial year will be challenging but exciting for the TACHealth, Disability and Compensation Research Team. With our research investment model �rmly in place, we have built a broad portfolio of research projects which has led to a rapid expansion of our research program. Key achievements from the 2018/19 �nancial year include:• Commencement of 100% of all new

research projects identi�ed in the 2018/19 Annual Plan

• The embedding of a comprehensive Governance Framework including representation from clients with lived experience.

In order to build a high quality program and research function the team sought feedback through our inaugural surveys (internal and external) with the results indicating our internal stakeholders are satis�ed with our performance. Our external stakeholders told us what is working well and where we can focus on improving.

In the 2019/20 �nancial year we will continue to build on our large body of evidence as well as extend the internal service o�ering to include an enterprise wide evaluation function. This will support the TAC as a learning organisation that uses high quality evidence for decision making. The TAC Research Team is pleased to present the TAC Strategic Research Investment Road Map and Annual Plan for the Health, Disability and Compensation Research Program.

Nina EllisACTING SENIOR MANAGERRESEARCH

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Strategic Researchat the TAC

: 3

The TAC is in the fourth year of a bold and ambitious �ve-year strategic program of work – the TAC 2020 Strategy. The vision, mission, values, key pillars, strategic outcomes and critical enablers of this strategy are summarised overleaf.

Strategic Direction and Priorities

: 4

TAC 2020 Strategic Framework

Zero deaths and serious injuries on our roads. People’s life and health should never be the price we pay for using our roads. We are going to eliminate serious road trauma in Victoria.

To be the world’s leading social insurer. We want to help those who are a�ected by road trauma to get their lives back on track and live a life of dignity. Our clients deserve the best, so we aim to be nothing less.

Our Vision Our Mission

We make every conversation countWe understand that trust is built and reinforced, one conversation at a time. We ensure every conversation with colleagues, clients, partners and our community is authentic, is heard and is acted on.

We value life

We deliver world-class road safety to save lives. We value quality of life for our clients and treat them with care and respect to get their lives back on track. We value the wellbeing of our people.

We make the complicated simpleWe remove the barriers that get in the way of achieving the very best outcomes and in doing so, simplify processes and interactions – not just for our clients, but for our partners and the broader community.

a better way todayWe are bold and brave in seeking better ways to care for our clients and eliminate road trauma. Our people are empowered to achieve success through innovation and creativity.

Our Values

Towards Zero We want to achieve a future where no one is killed or seriously injured on Victorian roads.

Clients’ Lives Back on TrackWe are dedicated to assisting record numbers of Victorians to recover and rehabilitate from an accident.

Strategic Outcomes

Digital We will embrace technology to make it easier for our clients and providers to access services. This will enable faster and more nimble delivery methods so we can better respond to client needs.

StakeholdersWe cannot deliver TAC 2020 without the support of our key stakeholders. We will work closely with our road safety partners, the legal profession and the health and disability sector.

InsightWe will continue to invest in groundbreaking research, that can be translated and applied to improving the lives of our clients and drive better outcomes and safer roads for the Victorian community.

Critical Enablers of TAC 2020

The TAC is a Government-owned enterprise, established under the Transport Accident Act 1986 to reduce the social and financial cost of transport accident injuries to the Victorian community.

Towards ZeroWe are calling on Victorians to view road safety as a shared responsibility – to recognise they have a role in keeping themselves and others safe.

Rapid RecoveryWith minimal intervention, Rapid Recovery clients will get the support they need to get their lives back on track.

Supported RecoverySupported Recovery clients will have their individual needs identified early, and the very best tailored care options and intensive support made available to them.

IndependenceIndependence clients will be empowered to take ownership of their independence goals.

PeopleOur people will feel enabled, capable and energised to deliver our strategy and vision.

To achieve our strategic outcomes – Towards Zero and Clients’ Lives Back on Track

Key Pillars

Our key objective is to prevent accidents and support those who have been injured on our roads. The TAC pays for medical treatment, rehabilitation services, disability services, income assistance, travel and household support services to help our clients get their life back on track after a transport accident.

: 5Figure 1: TAC 2020 Strategic Framework

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Health, Disability and Compensation ResearchStrategic Direction The TAC’s health, disability and compensation research priorities are driven by the corporate strategic direction and provide insight into evidence-based health and disability service delivery, as well as the ongoing improvement of the TAC’s business model, systems and processes. Our approach to investing in health, disability and compensation research ensures that the business has access to, and uses, high quality evidence which supports the TAC’s mission to be the world’s leading social insurer. The TAC’s research vision is:

To invest in and translate world leading health, disability and compensation research, providing evidence-based insights that are practically applied to meet

the TAC’s strategic objectives

Research investment at the TAC is guided by six overarching principles:

The work undertaken by the TAC Health, Disability and Compensation Research Team falls under the Insight Enabler and quality research and evidence are critical to ensuring the TAC’s strategies and claims management responses are e�ective, provide value and support clients to get their lives back on track.

Three critical enablers underpin TAC 2020:digital, insight and stakeholders.

Figure 2: Health, Disability and Compensation Research Principles

1

Understand and apply the existing evidence base and build on it where possible:• don’t reinvent the

wheel• con�rm synergies

and seek out opportunities to partner and collaborate with others

Leverageexisting research

2

Research should be independent and support the TAC’s vision and mission,as well as be aligned to the objects of the Transport Accident Act.

Invest inindependentresearch that

provides worldclass insights

3

The target portfolio mix should be biased towards applied, action oriented research that o�ers demonstrable social and economic value to the TAC and broader community.

Be applied innature and offervalue for money

4

Clear articulation of plans for translation and impact activities, including de�ned accountability.

Potential for translation and impact must be calibrated throughout the research cycle.

Detailed ROI analysis for all projects on conclusion.

Have cleartranslation,

impact and ROIobjectives

5

Research should be conducted ethically.

Wherever possible, research should meaningfully include people with lived experience (clients, their family, carers) and relevant stakeholders at all stages of the research cycle.

Be ethical and inclusive

6

Research must be delivered in a time frame that meets TAC requirements.

Insights must be accessible to all relevant recipients, including those outside the TAC.

Deliver findings when and where they are needed,

and share insights widely

Build capacity

to useevidence

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Figure 3: Health, Disability and Compensation Strategic Research Objectives

These strategic objectives provide operational direction to the TAC Health, Disability and Compensation Strategic Research Objectives, and highlight key activities to be achieved over a 3-year time horizon. The objectives complement an Annual Research Plan which itemises speci�c research projects to be delivered on a �nancial year basis (see page 15 Annual Research Plan 2019/20). The TAC’s current strategic research objectives are shown in Figure 3 below.

We have articulated four strategic research objectives aligned to our research vision and principles

Develop areputation forresearchexcellence

Leveragesystem

partnerships

Measurereturn onresearchinvestment

Clients’Life

Back onTrack

• Develop the TAC’s reputation as a signi�cant contributor to world-class health, disability and compensation research.

• Create and share new knowledge, and continue to build an evidence base in the treatment, rehabilitation and compensation of transport accident injuries.

• Provide leadership in best-practice research management.

Research Principles 2 & 6

• Measure return on investment (ROI) to keep TAC accountable and realise the social and economic bene�t of our research investment.

• Continuously improve, embed and promote the TAC ROI framework.

• Apply insights from ROI measurement into future strategic planning.

Research Principle 4

• Foster development of a learning culture where research and evaluation are valued.

• Build the capacity of TAC sta� to understand and translate research so that decision-making is evidence-informed.

• Build capacity in the health and disability sectors to impact the quality of services and ultimately improve client outcomes.

Research Principles 3, 4 & 6

• Build strong alliances with our critical stakeholders to share knowledge and prevent duplication.

• Optimise collaborative opportunities to leverage our investment.

Research Principles 1 & 5

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Figure 4: TAC Strategic Research Investment Road Map 2019/22

The TAC’s research purpose and principles are foundational and guide all research investment decisions. The broad focus of activity over the next three years is encapsulated in the four strategic research objectives and individual annual research plans aligned to each �nancial year.

Figure 4 below provides a summary of how strategic research investment supports the TAC’s overarching vision and mission, with direct reference to the Clients’ Lives Back on Track strategic outcome.

Strategic Research ObjectivesDevelop a reputation for research excellence

Build capacity to use evidenceMeasure return on research investment

Leverage system partnerships

2019/20Annual Plan

2020/21Annual Plan

2021/22Annual Plan

To invest in and translate world leading health, disability and compensation research, providing evidence-based insights that are practically applied to meet

the TAC’s strategic objectives

Zero deaths and serious injuries on

our roads

TheTAC’s Vision

To be the world's leading social

insurer

TheTAC’s Mission

Towards Zero &Clients’ Lives Back

on Track

TheTAC’s Strategic

Outcomes

1. Leverage existing

research

2. Invest in

independentresearch that

provides world class insights

3. Be applied in

nature and o�er value for money

4. Have clear

translation, impact and ROI objectives

5. Be ethical and

inclusive

6. Deliver �ndings

when and wherethey are needed,

share insightswidely

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Figure 5: Health, Disability and Compensation Research Investment History

The TAC’s Research Investment ModelThe TAC has a long and proud history of research investment. Commencing in the mid-1990s, the TAC’s cumulative investment in health, disability and compensation research now totals around $160 million. The TAC’s research investment model has developed in line with the maturation of the TAC scheme. As shown in Figure 5 below, investment in ‘pure’ research has decreased over time with a shift towards ‘applied’ research and a greater focus on the rehabilitation, care and lifetime support needs of people living with trauma and disability.

Years 2018 – 2019, investment $6.5mInvesting in and translating health, disability and compensation research providing evidence based insights that can be practically applied to meet the TAC’s strategic objectives.Produced 39 projects in�rst yearAligned to TAC 2020 strategy

Years 2009 – 2018, investment $36.4mImproving rehabilitation, life and social outcomes of people living with a major traumaProduced 81 research projects Aligned to TAC 2015 and TAC 2020 strategies

Years 2005 - 2011, investment $60mImproving medical treatment and management of traumatic brain injury and spinal cord injury and building neurotrauma research capacity in Victoria.Produced 62 research projectsNo explicit alignment with TAC corporate objectives

Years 1999 – 2007, investment $57.5mBuilding capacity of the Victorian State Trauma System to reduce preventable deaths and improve trauma outcomesProduced 83 research projectsAligned to Transport Accident Act

Scheme Maturity

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Figure 6: Research Investment Model

Our current research investment model provides the business with a range of insourced and outsourced options for commissioning health, disability and compensation research to meet its strategic objectives

PANEL to purchasenew research, deliver complex evidence reviews and syntheses, scanning analyses and data analyses.

Supplemented by a smallGRANTS PROGRAM and COLLABORATIVE fundingon a needs basis and/or when opportunities arise.

Outsourced

21

TAC RESEARCH TEAMproviding strategic research planning, research program management, translation and communication, and evidence and evaluation functions.

Insourced

3

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Figure 7: Members of the Research Panel

Outsourced Components

The Research Panel is comprised of academic and commercial organisations appointed following a competitive tender process in 2018. There are currently12 members on the Research Panel, as follows:

The TAC administers a small grants program. The grants program funds innovative and end-user collaborative projects within the Victorian community that aim to maximise the independence and lives of people with an Acquired Brain Injury (ABI) and/or Spinal Cord Injury (SCI). The TAC also supports ad-hoc collaborative funding opportunities aligned to strategic objectives and budget availability.

Insourced Components

The TAC Research Team delivers all insourced components of the model including strategic research planning, research program management, translation and communications functions, evidence and evaluation planning and implementation. More information on the Research Team can be found on Page 14, Section People.

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Governanceof the ResearchProgram

Research Governance Framework

The Health, Disability and Compensation Research Team has developed a Research Governance Framework to ensure robust accountability, responsibility, transparency and decision making to support the e�ective delivery of health, disability and compensation research at the TAC. Details of the Research Governance Framework can be found in Appendix 1.

The Framework is underpinned by four key objectives: • Research investment is focussed on

supporting TAC’s strategic objectives• High quality research is delivered on

time and at a reasonable cost• The client voice and experience is

valued and incorporated throughout the research development and delivery process, and

• There is a transparent and e�ective mechanism for decision making that maximises the capacity for impact and return on investment.

The “voice of the client” is a key consideration and the Research Governance Framework mandates active client involvement through membership of:• Research Program Steering Committee• Research Project Committee(s).

Management of Risks

The TAC has a Risk Management Policy, the objectives of which are to support:• A culture of risk awareness • The e�cient use/allocation of

resources• Protection of assets and image • The identi�cation of risk and

development of risk management action plans.

The Health, Disability and Compensation Research Team has worked closely with the TAC’s Risk Team to identify key operational risks and develop appropriate mitigation strategies to address them.

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Figure 9: Organisational Structure - Health, Disability & Compensation Research Team

Figure 8: Organisational Structure - Strategy, Risk & Performance Division

PeopleThe Health, Disability and Compensation Research Team is positioned within the Strategy, Risk & Performance Division at the TAC and ful�ls an enabling function to produce evidence-informed insights that support strategic thinking.

The Research Team consists of 9 research professionals with capability and expertise in: strategic research planning, research administration and governance, internal evaluation support, data analysis, evidence analyses and research translation (refer to Figure 8).

Chief Executive Officer

Senior Manager Research

Chief Strategy Officer

Strategy & InnovationTeam

Scheme PerformanceTeam

LeadEvidence &Evaluation

LeadOperational

Management & Data

Lead Strategic

Management

LeadEvaluation

Research Program O�cer

Strategic Research Analyst

LeadCommunications &

Translation

Enterprise RiskTeam

Research Team

Chief Risk Officer

EvaluationSpecialist

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Annual ResearchPlan 2019/20

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The budget for 2019/20 is $8.0 million. Ongoing consultation with internal stakeholders will continue throughout the year to respond to emerging needs to support thinking about the TAC’s corporate strategy beyond year 2020 (Beyond 2020). We will o�er internal capability and commission externally when the need exists. New research projects for 2019/20, those to be internally delivered and externally commissioned and details for the small grants programs are shown in the following tables. For information on the full list of continuing projects please refer to Appendix 2 and for research projects completed in 2018/19 please refer to Appendix 3. The table below outlines a program of new research projects to be commenced or delivered in 2019/20 via the outsourced component of our investment model.

The Research Team has worked with internal stakeholders to identify and prioritise research needs that will form the basis of our 2019/20 research program

Table 1: New Outsourced Research Projects to Commence in 2019/20

TITLE & DESCRIPTION(RESEARCH NEED)

STRATEGIC OBJECTIVE (RELEVANCE)

STRATEGIC DIVISION(REACH)

INDICATIVETIME FRAME

Additional quantitative analysis of the Life Back on Track measure Evaluation of service pro�les

Physiotherapy service models

Independent, comprehensive evaluation of the TAC protocols

Evaluation of clinical guidelines

Independent, comprehensive evaluation of the Victorian Spinal Community Integration Service (VSCIS)

Research to explore the impact of ageingon disability

Research to understand how people with spinal cord injury make evidence-based health decisions

Research to create physiotherapy best practice guidelines in spinal cord injury

Personal Well-Being Index

Data is a strategic asset


Client centric approachData is a strategic asset

Quality services

Quality services

Quality services

Client centric approach

Quality services

Quality services

Client centric approachData is a strategic asset

Strategy, Performance & Risk


Strategy, Performance & RiskSupported Recovery

Supported Recovery

Supported Recovery

Rapid RecoveryIndependence

Rapid RecoverySupported RecoveryIndependence

Independence

Independence

Independence

2019-20

2019-20

2019-20

2019-2021

2019-20

2019-2021

2019-20

2019-21

2019-20

2019-20

The next table outlines a program of insourced research activities such as evaluation and data analysis, to be commenced or delivered in 2019/20.

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Table 2: New Insourced Research Activities to Commence in 2019/20

TITLE & DESCRIPTION STRATEGIC OBJECTIVE (RELEVANCE)



Evidence syntheses to support thinking about the TAC’s strategic direction beyond 2020

Evaluation of critical scheme performance initiatives

Developing an enterprise-wide evaluation framework

Evaluation support for the Rapid Recovery service model pilots

Evaluation support for the Supported Recovery service model

Data analysis to understand the increased volume of whiplash injuries

Investing in quality research

Financial sustainability


Positive TAC experienceClient centric approach

Positive TAC experienceClient centric approach





Rapid Recovery

Supported Recovery

Rapid RecoverySupported Recovery

2019-20

2019-20

2019-20

2019-20

2019-20

2019-20

TITLE & DESCRIPTION STRATEGIC OBJECTIVE (RELEVANCE)



Independence grants to deliver innovative, user-led projects for people with Acquired Brain Injury or Spinal Cord Injury

Travel grants to facilitate clinicians to participate in professional development events that will build their capability





2019-20

2019-20

The �nal table provides details on two small grants programs that will be commenced or delivered in 2019/20.

Table 3: Small Grants Programs to Commence in 2019/20

Each of the three registries are funded to 31 December 2021 with new funding agreements being approved in 2018/19. The TAC gains signi�cant value from research conducted using these registries alone, and when linked to TAC data. This is facilitated through agreed annual analysis plans to investigate the issues of greatest interest to the TAC. Detailed information on the three data registries can be found in Appendix 4 and their budgets in Appendix 5.

The analyses in the agreed VSTR / VOTOR Analysis Plan for 2019 are progressing and includean analysis of baseline outcomes for the TAC 2020 strategy evaluation using combined VSTR and VOTOR data. Quantitative analyses will focus on VSTR and VOTOR data linked with TAC claims data as well as DHHS data on hospital admissions before and after the accident. These analyses will include a review of discharge pathways for TAC clients looking at long term patient outcomes as well as subsequent hospital and emergency department admissions. In addition the cost of severe limb injuries and trends in the incidence and outcomes of paediatric trauma cases will be investigated.

The agreed MERRC analyses for 2019 are also progressing, including analyses using linked TAC claims data and MERRC data. Among the analyses will be the impact of cultural background on outcomes following traumatic brain injury (TBI), the impacts of cognitive reserve and age on recovery, as well as qualitative analyses of clients’ lived experience of TBI.

The TAC will continue to focus on accident related health issues and client outcomes throughthe ongoing funding of three registries:• Victorian State Trauma Registry (VSTR) in partnership with the Department of Health and

Human Services (DHHS),• Victorian Orthopaedic Trauma Outcomes Registry (VOTOR), and• Monash-Epworth (MERRC) Longitudinal Head Injury Outcomes Study.

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Support for the Victorian Data Registries

Refer to Appendix 6 for information on the Research Panel key performance indicators for 2019/20 and a view of panel member performance for 2018/19.

A range of methods will be implemented to measure the e�ectiveness of the Health, Disability and Compensation Research Program. Key areas of focus include, but are not limited to: • Internal stakeholder satisfaction• Percentage of research activities commenced• Percentage of research outputs translated into an action, and• Administering research panel member key performance indicators.

The 2019/20 �nancial year presents the opportunity to leverage all components of our research investment model. We will embed outsourced components, and utilise and grow the insourced functions to a much greater extent than the previous year. Implementing our strategic research objectives will bolster our ability to deliver over a longer time horizon (three years), ensure ongoing alignment to the research principles, and ultimately support us to deliver on our vision.

: 19

How we Measure Success

Conclusion

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CorporatePlan and Budgetapproval at TACBoard Level

1Strategic

Governancewith ELT

oversight

2

ProgramGovernancewith BusinessSponsor & OwnerAccountability

3Project

Governancewith managementagainst approved

plans

4

Client representation wherever possible

ResearchVision and

OverarchingPrinciples

Appendix 1 Research Governance Framework

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A summary of the key responsibilities by level are:

1. TAC Board • Approves the Health, Disability and Compensation Research Budget as part of the Corporate Annual Plan and Budget

2. Research Strategic Oversight Committee • Biannual program updates• Approves annual research plan#, prioritises investment and ensures research is aligned with corporate strategy• Monitors research performance against agreed measures• Oversees research impact and ROI metrics

3. Research Program Steering Committee • Quarterly program updates• Recommends approval of annual research plan and authorised to set program priorities and approve variations to the program• Ensures alignment with research vision and principles• Ensures compliance with privacy and ethics policies• Ensures “client voice” represented in program• Monitors program translation and impact activities• Monitors performance against agreed measures

4. Research Project Committee• Meetings as de�ned in the agreed project plan• Monitors project against agreed plan• Intervenes to address issues• Ensures “client voice” represented in each project• Supports ongoing translation and impact activities

TAC Board Members

Executive Leadership Team

Core Membership:SM Research, nominated SLTs, Research team leads, client representative and external research expert(s)

Core Membership: Business owner, relevant research team members, client representative and researchers

# Usual delegation levels will apply to individual project approvals.

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PROJECT TITLE ORGANISATION STARTDATE

D187 MERRC Longitudinal Head Injury StudyH024 Australasian Rehabilitation Outcomes Centre (AROC)H029 SPRITE study (Screening and Promoting Recovery by Intervening and Treating Early)H031 ePPOCH032 MTReC (extension)HV05 Victorian State Trauma RegistryM195 JME ReviewM201 Ambulance Victoria HUD decision supportM202 Trauma System – Statewide Capability ProgramM204 RESTORE linked data projectNV01 VOTOR 2019 to 2021T001 SPiT-T StudyT002 Early vocational interventionT003 Bourke Street Project

T004 Contemporary disability practice horizon scanT005 Client decision makingT009 Rural and remote health servicesT010 TAC Client Housing Strategy

Monash University

The University of Wollongong

Phoenix Australia Centre for Posttraumatic Mental Health Inc.

The University of WollongongAlfred HealthMonash University

Monash UniversityAlfred Health

Alfred Health

Monash University

Monash UniversityMelbourne HealthMonash University

Phoenix Australia Centre for Posttraumatic Mental Health Inc.La Trobe University

La Trobe UniversityMonash University

Monash University

01/01/2019

01/07/2019

05/05/2017

01/07/201814/01/201901/01/2019

14/05/201802/07/2018

02/07/2018

03/06/2019

01/01/201905/01/201830/11/2018

18/06/2018

19/11/2018

04/02/201925/02/2019

29/11/2018

FINISHDATE

31/12/2021

30/06/2020

31/12/2019

30/06/202130/08/201931/12/2021

30/09/201930/06/2020

01/06/2020

17/07/2020

31/12/202130/09/201906/09/2021

06/12/2019

18/12/2023

02/03/202031/01/2020

27/09/2019

TOTALCOST

$1,813,899

$26,250

$161,600

$234,865$132,679$1,523,627

$216,103$167,960

$330,000

$86,255

$1,935,886$243,690$1,692,301

$452,000

$651,357

$57,940$279,826

$198,044

STRATEGICOBJECTIVE

Quality services


Quality services

Quality servicesQuality servicesQuality services

Client centered approachQuality services

Quality services


Quality servicesInvesting in quality researchEmployment potential

Quality services

Choice and control

Choice and controlQuality services

Client centered approach

Appendix 2 Continuing Projects in 2019/20

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Appendix 2: continued

PROJECT TITLE ORGANISATION STARTDATE

T012 Trial of smart home technology following TBIT013 ReMARKT016 Development of a framework integrating peer support activities at AQA SPIRET017 Trauma OutcomesT018 A sensory modulation intervention in an adult ABI population to reduce BOCT020 Supporting young people following major traumaT021 Mainstream Employment Pathways Innovation Project (ABI)T022 Evaluation of Glenroy 2T023 Early Acute RehabT024 POLAR Health Economics AnalysisT025 Leveraging VSTR & VOTOR Outcomes DataT026 Cost e�ectiveness of MTReCT027 Mild Traumatic Brain Injury Follow Up Study 2019T031 Evaluation of the new model of bladder management care at the VSCS

Monash University

Monash UniversityMonash University

Monash UniversityIndependent Rehabilitation Services

University of Melbourne

Monash University

Monash UniversityAlfred HealthMonash University

Monash University

Monash University

University of Melbourne

Monash University

04/03/201902/10/201823/07/2018

12/11/201813/08/2018

30/01/2019

12/11/2018

11/02/201901/04/201910/06/2019

17/06/2019

24/06/2019

30/06/2019

01/08/2015

FINISHDATE

15/03/202130/06/202003/09/2019

31/05/202025/10/2019

30/07/2019

16/12/2019

01/12/202131/12/202016/03/2020

15/11/2019

31/08/2019

31/07/2021

31/12/2020

TOTALCOST

$817,238$97,983$55,356

$382,487$49,821

$194,782

$20,000

$391,256$2,151,000$9,283

$42,220

$9,283

$48,002

$50,260

STRATEGICOBJECTIVE

Quality servicesInvesting in quality researchChoice and control

Quality servicesQuality services

Client centered approach

Employment potential

Choice and controlQuality servicesQuality services


Quality services

Quality services

Quality services

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PROJECTTITLE

KEY FINDINGS

YEARCOMMENCED

AMOUNTPAID

D189 Clinical Research Liaison O�cerRoles (CRLOs)

D191 Capital Markets CRC

H022 Physio Evidence D/Base (PEDro)

T008 VSCIS Evaluation

The CRLO role at Austin Health had two main objectives, �rstly to protect and assist the patient and secondly to maximise the recruitment and retention of patients to various Spinal Cord Injury (SCI) national and international research projects. The TAC now mainly focuses on projects that positively impact on the lives of people living with SCI, rather than on clinically focussed projects.

The TAC’s funding enabled:1. One post-doctoral student to work with TAC Forensics where

some of the methods that were developed have been incorporated into BAU.

2. One PhD candidate to work with Health and Client Insights looking at “Recovery after transport related injuries: an insight into Victorian compensable population”. A number of factors impacting on poor recovery after a transport accident were identi�ed and analysed. The PhD was awarded.

3. PhD candidate to work with Data Science on applications of text mining to TAC text data. A number of new methodologies will be incorporated in the future deployment of analytics incorporating text. The PhD has been submitted.

PEDro is a free (to users) database of over 43,000 randomised trials, systematic reviews and clinical practice guidelines in physiotherapy. After discussions with the Health Branch, it was found that the Clinical Panel were not active users of this database. Therefore it was decided not to enter into a new contract.

The aim of the project was to identify best-practice service delivery and care models for spinal community integration programs (national and international). A number of elements were identi�ed that should be considered for inclusion in a best practice program, and a number of gaps in service provision were identi�ed, in addition to areas that warrant future research.

2016/17

2014/15

2016/17

2018/19

$166,385

$1,000,000

$60,000

$68,907

Appendix 3 Details of Projects Completed in 2018/19

: 25


PROJECTTITLE

KEY FINDINGS

YEARCOMMENCED

AMOUNTPAID

T011 Trauma Model of Care

T014 Digital Health CRC

T015 Review of Medical Panel Models

T019 LBoT Measurement

The aim of this Evidence Review was to determine whether allied health interventions provided to adults with a traumatic injury in an acute inpatient hospital setting improves health outcomes, and to examine the elements of interventions shown to be e�ective. For all of the small number of studies that reported signi�cant gains in the intervention arm, a greater intensity of allied health treatment and therapy was utilised for the intervention group. However, the speci�cs of each intervention varied between studies, ranging from increasing the amount of therapy provided by a single allied health professional, to establishing large multidisciplinary teams and implementing structured care pathways. Most of the studies identi�ed were NHMRC level III studies, giving a high risk of selection bias. Therefore, results should be interpreted with caution as the impact of the proposed interventions may have been overestimated.

The TAC withdrew from the partnership after 1 year of the scheduled 7 years, as it had proved to be very di�cult to de�ne projects that met the TAC’s needs and time frames.

The aim of this Evidence Review was to assist the TAC in developing a new way of working for the TAC’s Clinical Panel. Service and clinical models for client outcomes vary greatly based on their local context: no one right way was evident with the exception of a coordinated care approach. There is no optimal ‘one size �ts all’ service model for using clinical experts in rehabilitation schemes and there is a distinct lack of measuring client outcomes. However, some organisations are beginning to think about how they do this objectively. A shift to a greater focus on de-medicalised psychosocial model is evident and this requires clinical practice behavioural change.

The TAC commissioned Monash University, Centre for Health Economics to conduct an independent assessment of the measurement properties of its Life Back on Track (LBoT) measure. This project consisted of complex statistical analysis using de-identi�ed client research survey data, the development of mapping algorithms and a scan of relevant literature.

2018/19

2018/19

2018/19

2018/19

$54,500

$70,000

$41,163

$99,890

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Victorian State Trauma Registry (VSTR)

The VSTR was set up to enable comprehensive monitoring of the performance of the Victorian State Trauma System (VSTS), and provides quality data to inform system improvements. This includes feedback processes to individual health services in relation to adherence to the Major Trauma triaging guidelines. The VSTR is jointly funded by the Department of Health and Human Services (DHHS) and the TAC. Evidence-based decision-making regarding trauma system changes utilise VSTR resources. VSTR activities are overseen by a steering committee, which has representatives from the TAC, DHHS, major trauma hospitals, ambulance services and the VSTR research team. The VSTR captures data on all major trauma patients in Victoria and includes outcome measures collected at 6, 12 and 24 months post-accident. There are around 3,600 new cases on the VSTR each year. The VSTR and the Victorian Orthopaedic Trauma Outcomes Registry (VOTOR) are the only trauma or injury registries in the world to capture longer term patient-reported (function, disability, health-related quality of life, pain and return to work) outcomes. Both registries achieve excellent follow-up rates, even two years post-accident (>85%). The research teams for both VSTR and VOTOR are led by Professor Belinda Gabbe, Head of the Pre-Hospital, Emergency and Trauma Research Unit in the School of Public Health and Preventive Medicine, Monash University.

Victorian Orthopaedic Trauma Outcomes Registry (VOTOR)

VOTOR is a “sentinel site” registry and collects data on patients with orthopaedic injuries admitted for at least one night to one of four hospitals - the Alfred, the Royal Melbourne, the Northern or University Hospital Geelong. It collects the same data items as the VSTR including outcome measures, but is managed separately. VOTOR activities are overseen by a steering committee which has representatives from the TAC, leading orthopaedic surgeons from the four participating hospitals and the VOTOR research team. The TAC is currently its sole funder. There are around 7,100 new cases on VOTOR each year, and there is an overlap of cases between VOTOR and VSTR with around 43% of VOTOR transport related cases already on the VSTR. Similarly to the VSTR, VOTOR data provides the opportunity to compare transport with non-transport-related cases, and also TAC compensable cases with cases not funded by the TAC within the transport related cases. When matched with TAC claims data, the VSTR and VOTOR data provides valuable information about client characteristics, injuries sustained, care and long term outcomes.

Appendix 4 Victorian Data Registries

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Monash-Epworth Longitudinal Head Injury Outcomes Study (MERRC)

The longitudinal head injury outcomes study is conducted by the Monash-Epworth Rehabilitation Research Centre (MERRC). The study sample includes clients from accidents occurring in 1984 onwards for mild to severe head injury where inpatient rehabilitation has been provided at Epworth Healthcare. Outcome measures are collected at 1, 2, 3, 5, 10, 20 and 30 years post-accident. The TAC is represented on the MERRC Advisory Board. The research team is led by Professor Jennie Ponsford, Director of MERRC and Professor of Neuropsychology, Turner Institute of Brain and Mental Health and School of Psychological Sciences, Monash University. There are around 150 new cases each year on the MERRC database. The MERRC data provides valuable and detailed data about the long term outcomes and experiences of people with traumatic brain injuries.

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Research ProjectsExpenditure on research projects will increase in 2019/20 with new projects being developed under the new model. The Research Team has worked with the business to identify and prioritise research needs that will form the basis of the research program for 2019/20 and beyond.

Research Project Breakdown

Data RegistriesThe TAC will continue to focus on accident related health issues and client outcomes through the ongoing funding of three registries. The TAC gains signi�cant value from research conducted using these registries and linked TAC data, through the agreed annual programs of analyses to investigate the issues of greatest interest to the TAC.

ISCRR Program Run-OffIn 2019/20 the six remaining active ISCRR Neurotrauma Projects will be novated across to the TAC for management. ISCRR will return unspent funds to the TAC that will cover the future costs for these projects.

Appendix 5 Research Budget for 2019/20

Research Projects 3.0 5.6

Data Registries 1.5 1.7

ISCRR (run-o� programs)* -1.4 -0.4

Operating Costs 0.9 1.1

Total 4.0 8.0

($M)ACTUAL2018/19

BUDGET2019/20

* Includes payment of $2.2M by ISCRR to the TAC of unspent funds in 2018/19. Total project payments in 2018/19 were $3.8M

Table 1: Research Budget for 2019/20

New projects to commence in 2019/20 0.7

Continuing projects which commencedprior to 2019/20 4.5

Projects novated across from ISCRR 0.4

Total 5.6

$MRESEARCH PROJECT BREAKDOWN

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ITEM CONTRACTOUTCOME

KEY PERFORMANBCEINDICATOR

1

2

3

4

Research Project Plans and research outputs are delivered in a timely manner

.

High quality research is delivered to the TAC meeting business expectations and aligned to the TAC’s Research Purpose and Principles.

E�ective engagement, communication and collaboration with the TAC to impart research expertise and build TAC research capability.

E�ective dissemination, translation and conduct of research impact activities enable the TAC to deliver on strategic and business objectives.

1.1 Delivery of Draft Project Plans in accordance with the timelines speci�ed in the Tasking Statement.

1.2 Delivery of Final Project Plans in accordance with the timelines speci�ed in the O�cial Order.

1.3 Delivery of research outputs in accordance with the timelines speci�ed in the Final Project Plan.

2.1 Delivery of high quality research outputs as speci�ed in the Final Project Plan.

3.1 Inclusive, respectful and meaningful engagement consistent with TAC values.

4.1 Delivery of dissemination, translation and impact activities as speci�ed in the Final Project Plan, and ROI information provided in the Project Completion Report.

MINIMUMTARGET

Compliance (Met/Unmet)






DATA

Performance information collected by the TAC in the management of Tasking Statements.

Performance information collected by the TAC in the management of O�cial Orders.

Performance information collected by the TAC in the management of projects.

Quality information collected by the TAC via feedback surveys.

Engagement information collected by the TAC via feedback surveys.

Translation activity information collected by the TAC in the management of projects, including ROI information from the Project Completion Report.

ASSESSMENTFREQUENCY

Annually, based on Tasking Statements completed in the year.

Annually, based on O�cial Orders issued in the year.

Annually, based on projects completed in the year.




Appendix 6 Panel Member Key Performance Indicators

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A View of Research Panel Member Performance from 2018/19.

Table 1: Panel Projects 2018/19 ‐ Competitive

Table 2: Panel Projects 2018/19 - Direct Approaches

Australian National University 9 3 0

Deakin University 9 3 0

Epworth 1 0 0

Ernst & Young 1 0 0

HealthConsult Pty Ltd 8 5 1

ISSR (UofQ) 9 0 0

KPMG 1 1 0

La Trobe University 9 4 1

Monash University 9 8 6

Phoenix Australia Centre for Posttraumatic Mental Health Inc. 9 0 0

Swinburne University of Technology 9 4 0

University of Melbourne 9 3 2

Total 9 31 9

PANEL MEMBER TASKINGSTATEMENTS

SENT

TASKINGSTATEMENTS

ANSWERED

PROJECTSAWARDED

La Trobe University 1 1 1

Monash University 6 6 6

University of Melbourne 1 1 1

Total 8 8 8

PANEL MEMBER TASKINGSTATEMENTS

SENT

TASKINGSTATEMENTS

ANSWERED

PROJECTSAWARDED

One project awarded to Monash University / University of Melbourne as a partnership.

Direct approach projects were predominantly projects that were under discussion before the panel was �nalised, as well as extensions to existing projects. It is anticipated that there will be fewer direct approach projects in 2019/20.

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Table 3: : Process Average Timelines 2018/19 - All Panel Projects

Table 4: Average Project Cost 2018/19 - All Panel Projects

Panel Members Respond to Tasking Statement 30.4 22.6 26.8

TAC Evaluates & Sends O�cial Order 30.6 22.0 26.5

Successful Panel Member Completes Final Project Plan 15.1 10.1 12.8

TAC Completes Governance Process 24.6 10.1 17.8

Total 100.7 64.9 83.8

MEASURE (DAYS) COMPETITIVE DIRECTAPPROACHES

ALL

Project Cost $509,870 $117,768 $325,351

AVERAGE PROJECT COST COMPETITIVE DIRECTAPPROACHES

ALL

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